Page 28 - GBC spring 2018 eng

The perfect example of this business practice is McDonald’s Restaurants. Their promotions lure customers to buy “Any size foun- tain pop and any size fry and they will sell you a promo burger for just 79 cents.”
The pro t logic is that the pop and fry is sold at less than a 10% food cost delivering more than 90 cents gross pro t to the bank while packaging it with a burger, a 25% to 30% food cost item, taking 70 to 75 cents on the dollar to the bank.
7. Cross use of products in menu planning: When planning the use of any product in a kitchen, always plan at least three cross uses of the product.
For example, turkey can be used rst for the meat, then the stock, and nally the gravy, hence the phase, “That’s the gravy in the business.”
The most pro table item from a turkey is the gravy, and you trade a nickel cost for one dollar in reve- nue...sell more gravy and your percentage food cost goes down. This principle applies to any food in process, otherwise known as prepared foods.
8. Food in process: Cooked, opened food is not leftovers, they are food in process, as they are in the pro- cess of making a pro t. The pro t- able and important part of training staff in a kitchen is the daily plan- ning of recreating menu items from the processed foods.
Thebestpro t(dollarstothe bank) are generated by cross use and making a sellable feature/ menu item out of the byproducts. Every dollar you save goes straight to the bottom line
Soups are a great example. Any cooked vegetables or meats, can be combined to make a great soup with a food cost of under 20%.
Chowder is another example of food that must be repurposed, often because it was extra from a banquet. It can be folded into a
28 Golf Business Canada
pasta, turning it into a seafood cas- serole that you can store frozen, then top with an herb and cheese blend when ready to use later.
9. Non-food items not seen: Pro- pane, labour, staff grazing, scrub pads, china and cutlery accidental- ly thrown in the garbage are all ar- eas of lost bottom line.
Teach the staff how to see the costs as real money by showing them the chart on the previous page so they can see why we are busy being busy.
10. Feedback: When you observe the staff displaying the right behav- iors, acknowledge their efforts and thank them for managing your business like they are the owner.
A NEW PERSPECTIVE
To help staff gain perspective of the real effort required to make a pro t in your food and beverage operation, hand the person a calculator and ask them to enter this calculation:
Divide the cost wasted dollar value by .05. This number is the gross sales required to recover the wasted pro ts from the money lost in the dumpster, along with the staff effort it will take to regenerate what has already been wasted.
For demonstration and calculation purposes, an estimated cost can be used for the formula by referring to a recipe costing or you may obtain an estimated cost from the individual responsible for purchasing and replacing stock. The point of the exercise is having the staff use the calculator to do the math so they have a better understanding of the wasted pro ts.
By implementing the Dumpster Dive activity with your team and the 10 tips to manage your bottom line, the real story at your food and beverage operation can be one of good attitudes and great pro ts!
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